Managing change through open performance review and appraisal system (OPRAS) in the Tanzania public service: a case of Lindi municipal council

Abstract

In the quest for quality public service delivery in Tanzania, the public service, with varied levels of success had remarkably attempted several kinds of change related reforms since the last decade of the 20th century, one of which is the introduction of OPRAS in July, 2004 as a tool for enhancing a result-oriented performance culture change among public servants. At the centre of this study is managing change through OPRAS in the public service: the case of Lindi Municipal Council. Generally, the study intended to assess the institutionalization of OPRAS in the Tanzania public service. It adopted a case study design employing both qualitative and quantitative methodologies to delineate the findings. Using questionnaires, in-depth interview, and documentary review, the study findings confirmed that, the institutionalization of OPRAS in the Tanzania public service is weak as it is loosely anchored upon systematic processes involved in introducing and managing change. Important elements that are critical in managing change including communicating the need for change, provision of OPRAS training, and motivations to public servants were inadequately dealt with. Findings also demonstrated that, despite a clear government intention to institute OPRAS in the public service and making its application mandatory to all MDAs, Regional Secretariats and LGAs, there has been very little concern, demonstrated by inadequate plans and mechanisms set, in ensuring that its implementation is effective and sustainable. Moreover, financial constrains caused by absence of specific budget for OPRAS execution and laxity of the management in monitoring it, are the major forces restraining an effective implementation of OPRAS in the public service. In response to the observations made above, there is a greater need for the government to strictly adhere to the processes required in managing change such as conducting intensive OPRAS training, communicating the need for change to public servants, considering for motivation, as well as budgetary and legal reforms to strengthen OPRAS implementation.